Stop Dreading Mid-Year Reviews

06/12/11

Before you start groaning about the next wave of reviews you must tackle (“Didn’t we just do these?”), consider this: Compared to annual reviews, pulling together mid-year reviews is a piece of cake. You’ve already done the hard work of setting goals and expectations for the year. Now it’s time to see where your employees are hitting the mark … and where they need to step up their game for a stronger finish to 2011.

To get the maximum advantage from mid-year reviews, you should:

Treat reviews as a demonstration of good management. Just as the annual review shouldn’t be a giant download of the good, the bad and the ugly, neither should the mid-year. Equally important, you should never catch an employee off guard with information you’re delivering for the first time.  Instead, performance management should be a dynamic, day-to-day function, where you’re tackling challenges as they arise, as well as recognizing accomplishments on a regular basis. That way, the review simply captures the points you’ve already touched on throughout the year.

Refer to the annual goals as reference. Hopefully, you set specific, measurable goals and expectations with the employee in late 2010 or early 2011. With these goals already outlined, you simply need to highlight the key areas where the employee is meeting or exceeding standards, as well those areas where more improvement is needed.  Be prepared with specific examples to back up your review points. Focus on the facts and steer clear of generalizations about the employee’s behavior or attitude.

Put the employee’s performance highs and lows into perspective. Nobody works in a vacuum. When you’re breaking down the employee’s accomplishments from the past six months, consider what contributed to the employee’s ability to reach certain goals and outcomes. At the same time, what were the barriers that gave the employee trouble and interfered with his or her success? How can those barriers be removed?

Take a flexible, free-flowing approach. Although you may have a format to follow, the written review shouldn’t be a rigid, “set in stone” document.  The review discussion shouldn’t be a one-sided monologue by a manager, either. Rather, approach the conversation with an open mind and be prepared to modify the review as needed. After allowing the employee to voice his opinion, correct any inaccuracies and fill in any gaps you may have overlooked.

Lead with the positive. Even with the best employer-manager relationships, reviews can be stressful.  Focus on the employee’s strengths and achievements at the start of the review to set a positive tone and help put the employee at ease. Remind the employee that you value his or her opinion and that you welcome constructive conversation – at review time and ANY time.

Know what makes each employee “tick.” No two employees are exactly alike, and there’s no such thing as a “one size fits all” approach to reviews. An effective review should explore the issues that matter most to the employee, whether that means working in a team, taking on more responsibility or receiving additional training.  If you know what motivates an employee, you can tie more of those factors into his or her ongoing goals and objectives.